SayPro Gather and analyses quality requirements for a project.

Participants in defining quality requirements for the project are identified and involved in the project quality planning process.Project management and related quality proceduresThe Project Quality Management Plan (PQMP) documents the necessary information required to effectively manage project quality from project planning to delivery.It clearly articulates the quality strategy and processes for both quality assurance and quality control. Moreover, it defines a project’s quality philosophy, strategy, relevant methodologies and standards to be applied to the management of the project processes, monitoring and reporting procedures, quality policies, procedures, criteria for and areas of application, and roles, responsibilities and authorities.In a nutshell, the purpose of this PQMP is to describe the project management qualityobjectives of the NEXT project, which are to enable realization of the project expected outputs in line with the partners’ given quality standards, as well as to set guidelines for analyzing, assessing, reporting and improving the project management quality.The Project Quality Management Plan is created during the Planning Phase of the project. Its intended audience is the project management organizational structure, including the Project Manager, Project Manager Office, Steering Committee, and potentially Partner Operations Teams, if necessary. Namely, this document is intended to any leader or a leading team whose support is needed to carry out the Plan.This Plan in in line with the following main quality objectives:• To ensure that the NEXT project strives to meet the I&R Unit and partners’ objective of increasing regional enterprises international competitiveness by intertwining research, technological transfer, innovation and business;• To meet the quality standards of the Project Sponsor – the European Union;• To establish the Operative Project Schedule and the Action Plan that will assureeffective collaboration among research institutes, enterprises, researchers and other potential beneficiaries, in accordance with the quality standards;• To implement effective and efficient monitoring and evaluation system;• To achieve smooth management and organization transition to long-term final beneficiaries;• To deliver the Project in line with agreed cost plans;• To deliver the Project in line with schedule commitments;• To identify defects as early as possible in the Project lifecycle and to apply appropriate, efficient and cost-effective remediation measures; To assure information flow and harmonized implementation of project tasks amongproject partners• To have minimal low and no critical or high severity incidents as a result of the Project implementation.Project quality objectives are determined with input from the relevant stakeholders and documented in the required format.Planning.Quality planning involves identifying which quality standards are relevant to the project and determining how to satisfy them. It is important to perform quality planning during the Planning Process and should be done alongside the other project planning processes (i.e. Time Planning, Risk Planning, etc.) because changes in the quality will likely require changes in the other planning processes, or the desired product quality may require a detailed risk analysis of an identified problem. It is important to remember that quality should be planned, designed, then built in, not added on after the fact.InputsFactors which are related to the type of business the project is being produced for can have an effect on its quality. Such factors include government or industry standards, marketplace conditions and stakeholder risk tolerances.Organizational Process AssetsOrganization Process Assets (or "OPAs") are inputs which come from the organization(s) producing the project. They include quality policies, procedures and guidelines, historical databases and lessons learned from previous projects. An organization’s quality policy may be adapted to a particular project, or used "as is." If no quality policy exists, or if more than one organization is working on the project, the project management team needs to develop one. The project management team is also responsible for making sure the stakeholders are aware of quality policy.Project Scope StatementThe project scope statement details the deliverables, objectives, thresholds and acceptance criteria that the project must meet. This makes it very important to quality planning.Acceptance criteria describe the requirements and conditions that must be achieved before deliverables will be accepted. If the deliverables satisfy the acceptance criteria, then the result is the customer’s needs being met. The acceptance criteria can drastically increase or decrease the costs of project quality. In addition, the product scope statement may contain a scope description which contains issues that may affect quality planning.A “stakeholder” is any person or organization that is actively involved in a project, or whose interests may be affected positively or negatively by execution of a project.Stakeholders can be internal to the organization or external. In many projects the public at large will become a stakeholder to be considered during the project. The challenge for the project manager when the public is a stakeholder will be to act while considering public needs. Often there is no direct representative of the public to be consulted during project planning and execution.A project manager must be sure to identify and list all potential stakeholders for a project.• Potential stakeholders include but are not limited to:• Competitors National communities• Employees Professional associations• Government Prospective customers• Government regulatory agencies Prospective employees• Industry trade groups Public at large (Global community)• Investors Shareholders• Labor unions Suppliers• Local communitiesThe project manager must document relevant information for all identified stakeholders. This information may include the stakeholder’s interests, involvement,expectations, importance, influence, and impact on the project’s execution as well as any specific communications requirements. It is important to note that although some identified stakeholders may not actually require any communications, those stakeholders should be identified. When identifying stakeholders and rating their level of interest and involvement in the project, it will become important to use some sort of a tool — a rating scale, an influence diagram, or a chart form to identify the level of power, influence, interest, or impact that the stakeholder may have on the project.There is a sample of a stakeholder needs and expectations form in the forms section of this lesson.Process ElementsThe Identify Stakeholders process has the following Inputs:• Project Charter High-level document that authorizes the project and assigns/authorizes the project manager• Procurement Documents Identifies procurement contract stakeholders• Enterprise Environmental Factors Consideration factors such as culture, systems, procedures, industry standards• Organizational Process Assets Consideration factors such as templates,lessons learned, stakeholder registers from former projectsThe Identify Stakeholders process uses the following Tools & Techniques:• Stakeholder Analysis Gathering and assessing information to determinewhose interests should be taken into account for a project?• Expert Judgment Expert technical and/or managerial judgment (from anyqualified source)The Identify Stakeholders process has the following Outputs:• Stakeholder Register a document identifying all project stakeholder information, requirements, and classification• Stakeholder Management Strategy defines the approach to Stakeholder analysis matrix increase stakeholder support and reduce negative impacts represented in aIdentify StakeholdersThis process identifies all persons/organizations affected by a project and documents their interests, involvement, and impact on the project.Inputs Tools and Techniques Outputs• Project Charter• Procurement Documents• Enterprise Environmental Factors• Organizational Process Assets• Stakeholder Analysis• Expert Judgment• Stakeholder Register• Stakeholder Management StrategyOrganisational quality policies, procedures and standards are identified and reviewed for applicability.Quality management documentation policy and procedures.Most sets of service or industry standards include a requirement either implicitly or explicitly for the service provider to be engaged in quality management and continuous improvement. This takes different forms in different standards, but will generally include requirements that the service provider has a documentedprocess or policy for continuous quality improvement. A quality management processor policy document embodies the service provider’s aims for continuous improvement and provides the framework for procedures that implement quality improvement. It should include: the principles that will apply to quality management (including the participation of staff, corporate governance body, people who receive service and other stakeholders in review processes)the main processes and activities that will be used to track, report, review and make improvements (this should include documenting and reporting on feedback, complaints, incidents and compliance) improvement plans, activities and outcomes responsibilities for coordinating or managing aspects of quality improvement and any dedicated staff positions (such as a ‘quality officer’) or structures (such as a ‘quality and safety’ subcommittee) reporting within the service provider and reporting to the corporate governance body on quality improvement. Quality management process documentation should be supported by documented policy and procedures in related areas such as:• risk management and compliance monitoring• complaints management• incident reporting• service delivery• organisational performance evaluation and reportingQuality ManagementThe policy context for disability services in NSW There are a number of different quality requirements and industry standards that may apply to disability services providers.NSW service providers need to comply with requirements and standards that are generated by the National Disability Agreement and the National Quality Framework (NQF). Providers must also comply with the NSW Disability Services Act 1993 and the NSW Disability Services Standards.Quality management is integral to the commitment in the National Disability Agreement between the Australian Government and State and Territorygovernments to improve and increase services for people with a disability, theirfamilies and cares. The National Quality Framework (NQF), which incorporates the National Standards for Disability Services, guides the implementation of quality service provision and aims to create a nationally consistent approach to improving the quality of disability services.Established quality management methods, tools and techniques are identified and reviewed for applicability.“The Basic Seven.”Quality pros have many names for these seven basic tools of qualityCause-and-effect diagram (also called fishbone chart): Identifies many possible causes for an effect or problem and sorts ideas into useful categories.Check sheet: A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes.Control charts: Graphs used to study how a process changes over time.Histogram: The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs.Pareto chart: Shows on a bar graph which factors are more significant.Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a relationship.Stratification: A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace “stratification” with “flowchart” or “run chart”).Methods and Techniques for Implementation of the Quality ManagementComputer audit is a process which is carried out in an iterative manner. The generic activity stages of the computer audit are presented inAudit process is implemented by controls.Controls must be developed in order to investigate issues needed by audit process.In a controls development life cycle is presented as being made by the following stages:

1. Design;

2. Implementation;

3. Operational effectiveness;

4. Monitoring.

Design implies technical elements that will be considered for a potential control.The elements involved into the design of a control are:• Risk assessment;• Policies and procedures;• Assistance of controls experts.Some controls do not have a formal approach. This is the reason to make an assessment by an auditor to evaluate whether there are qualified personnel for the formal approach.

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